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[转帖]贡献为零？日产总裁之言刺痛湖北汽车人 -- parisparis - (6187 Byte) 2006-5-05 周五, 03:57 (3197 reads) |
书凡
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作者：书凡 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
NISSAN: SHIFT THE FUTURE
Company Overview
Nissan Motor, Japan's #2 auto manufacturer after Toyota and just ahead of Honda, is back in black after a patch of bad road. Nissan's models include Maxima and Sentra cars, Altima and Infiniti upscale sedans, Frontier pickups, the 350Z sports car, and Xterra and Pathfinder SUVs. In 1999 French automaker Renault took a 37% stake in Nissan, and installed president and CEO Carlos Ghosn (nicknamed "Le Cost Cutter" based on his talent for turning red ink black) who has since returned the company to profitability after years of losses. Renault has increased its stake in Nissan to 44%.Nissan Motor Co., Ltd. is engaged in the manufacture of automobiles. The Company also produces aerospace, industrial and textile equipment.
Nissan Motor Co. Ltd.’s Bio:
Headquarters Address:
17-1, Ginza 6-chome, Chuo-ku, Tokyo 104-8023, Japan
Tel.03-3543-5523
Registered Address: 2, Takara-cho, Kanagawa-ku, Yokohama, Kanagawa 220-8623, Japan
Date of Establishment: December 26, 1933
Paid-in Capital: ¥605,813million (as of March 2003)
Number of Employees: 31,128 (as of March 2003);
127,625 (including consolidated subsidiaries, as of March, 2002)
Worldwide Production: 2,761,375 units
Domestic Production (Japan): 1,444,314 units
Overseas Production: 1,317,061 units
Domestic Sales (Japan): 815,593 units
Exports: 693,743 units
Net Sales: ¥3,419,068 million (non-consolidated basis)
¥6,828,588 million (consolidated basis)
Number of Companies Making Up Consolidated Balance Sheet: 234 (as of March 2003)
History
Nissan's history goes back to the Kwaishinsha Co., an automobile factory started by Masujiro Hashimoto in Tokyo's Azabu-Hiroo district in 1911. Hashimoto was a pioneer in Japan's automotive industry at its inception and throughout its initial years of struggle.
In 1914, a box-type small passenger car was completed based on his own design, and in the following year the car made its debut on the market under the name of Dat Car. It is a well-known story that the name Dat represents the first letters of the family names of Hashimoto's three principal backers: Kenjiro Den, Rokuro Aoyama and Meitaro Takeuchi.
Jitsuyo Jidosha Co., Ltd., another predecessor of Nissan, was established in Osaka in 1919 to manufacture Gorham-style three-wheeled vehicles, designed by the American engineer William R. Gorham. The company imported machine tools, components and materials from the U.S., and thus was said to be one of the most modern automobile factories.
Kwaishinsha Co. and Jitsuyo Jidohsa Co. merged in 1926 to form Dat Jidosha Seizo Co., which, in 1931, became affiliated with Tobata Casting, a company founded earlier by Aikawa. That would lead two years later to the establishment of Nissan Motor Co.
The origin of Nissan was established on December 26, 1933, taking over all the operations for manufacturing Datsuns from the automobile division of Tobata Casting Co., Ltd., and its company name was changed to Nissan Motor Co., Ltd. on June 1, 1934. The founder was Yoshisuke Aikawa, the brilliant leader of the Nissan combine. He had grand plans to mass-produce 10,000 - 15,000 units per year, and was about to putting his plan into practice.
The first small-size Datsun passenger car rolled off the assembly line at the Yokohama Plant in April 1935, and vehicle exports to Australia were also launched that same year. Datsun cars symbolized Japan's rapid advances in modern industrialization in those days, as evidenced by the contemporary slogan, "The Rising Sun as the flag and Datsun as the car of choice."
In 1936, Nissan purchased design plans and plant facilities from Graham-Paige Motors Corp. of the U.S. for the manufacture of passenger cars and trucks. As the signs of war grew stronger, however, production emphasis shifted from small-size Datsun passenger cars to military trucks. During the war, Nissan also manufactured engines for the army's planes and for motor torpedo boats.
Although the Yokohama Plant had escaped damage during the air raids, over one-half of the plant was requisitioned by the Occupation Forces for approximately ten years after the war. Nissan was also handicapped in the early postwar period by the fact that many leading auto dealerships, previously affiliated with the old Nissan network, switched to Toyota after the dissolution of Japan Motor Vehicle Distribution Co., Ltd., which had monopolized vehicle distribution during the war.
Nissan resumed production of Nissan trucks in 1945 and Datsun passenger cars in 1947. There was constant labor-management strife in those years, and Nissan suffered a prolonged 100-day strike in 1953. Serious reflection on that bitter experience gave birth to modern labor-management relations based on mutual trust.
In a move to recover from the technological vacuum of the wartime years, Nissan concluded a technical tie-up with Austin Motor Co., Ltd. of the U.K. in 1952, and rolled the first Austin off the line one year later. In 1958, one of the two Datsun 210 cars entered in the Australian Rally, one of the most grueling races in the world, and captured its class championship. Nissan was the first automaker in Japan to receive the annual Deming Prize for engineering excellence in 1960. And through this period, Nissan was steadily putting in place a strong organization to support the company's next stage of dramatic growth.
The 1959 Bluebird and the 1960 Cedric captivated Japanese car buyers and quickened the pace of motorization in Japan. The Sunny that debuted in 1966 heralded the advent of the "my car" era in Japan, and was a major driving force behind the rapid growth of the small-car market.
In preparation for the liberalization of capital investment in Japan, Nissan brought on line two state-of-the-art manufacturing facilities, the Oppama Plant in 1962 and the Zama Plant in 1965. In 1966,Nissan merged with Prince Motor Co., Ltd., adding the renowned Skyline and Gloria models to its product lineup and incorporating an outstanding engineering staff that continued the excellent tradition of Nakajima and Tachikawa Aircraft Companies, previously manufacturers of distinguished aircraft engines.
The advance of motorization gave rise to increased traffic accidents and contributed to the problem of air pollution. Nissan developed its first Experimental Safety Vehicle (ESV) in 1971 and has adopted a vast array of safety technologies in its production vehicles over the years since then. To prevent air pollution, Japan enforced exhaust emission standards comparable to those mandated by the Muskie Bill (Clean Air Act) in the U.S. Although the standards appeared almost impossible to meet, they were successfully cleared through the use of the three-way catalytic converter system, the most promising technology available at that time. In that process, notable improvements were achieved in automotive electronics and materials engineering.
The two energy crises of the 1970s triggered a rapid increase in exports of small Japanese cars, known for their excellent fuel economy and quality. In fuel economy tests conducted by the U.S. Environmental Protection Agency in 1973, the Sunny finished first and subsequently gained enormous popularity in the U.S. market under the advertising slogan of "Datsun saves."
American automakers at that time were behind in developing small cars, and their slumping sales led to a succession of plant closings and large-scale layoffs. The resultant social issues heightened the mood of protectionism and prompted calls for import quotas on Japanese cars and for Japanese companies to open local production plants in the U.S.
Over the years, Nissan has lived up to its reputation for excellence in engineering by playing a pioneering role in many fields of advanced technology. With the aim of improving fuel economy, Nissan has developed a variety of weight-reducing materials, such as high-tensile steel sheet for body panels, and has also created sophisticated engine management systems for controlling combustion. In addition, Nissan has also been a forerunner in developing and using CAD/CAM systems and industrial robots.
Nissan began early on to develop overseas manufacturing operations, starting with the initiation of knockdown production at Yulon Motor Co., Ltd. in Taiwan in 1959 and the establishment of Nissan Mexicana, S.A. de C.V. in 1961. Then, in the 1980s, Nissan established two strategic manufacturing bases overseas; Nissan Motor Manufacturing Corp., U.S.A. in 1980, and Nissan Motor Manufacturing (UK) Limited in 1984. Today, Nissan operates manufacturing and assembly plants in 17 countries around the world.
In addition to manufacturing, Nissan has also been proceeding with a program to localize R&D operations, including vehicle design and engineering, as well as business management functions at the highest level. This globalization program has now advanced to the stage where decision-making has been localized through the establishment of regional headquarters in North America and Europe. Nissan North America Inc. and Nissan Europe N.V. oversee the entire scope of Nissan's local operations in their respective regions, including product development, manufacturing, procurement, fund-raising and mutual complementation of parts between companies.
Looking at the domestic market, Nissan opened the Kyushu Plant in 1975, adding the new plant with the most advanced automation technology in 1992. Furthermore, in 1994 the Iwaki Plant became operational to manufacture new V6 engines. In the field of marketing, Nissan introduced the Be-1 in 1987 and the Cima in 1988, thereby creating new segments with a "Pike" car, or niche car, and an upper grade personal sedan.
Nissan has been working vigorously to address global environmental issues that have caused increasing concern in recent years. The company's environmental efforts include the development of clean power sources for vehicles and wide-ranging activities to promote the recycling of natural resources. Since 1997, Nissan has released one new model after another fitted with fuel-efficient direct-injection gasoline engines and direct-injection diesel engines. Nissan has also been actively expanding application of the belt-driven HYPER CVT continuously variable transmission that delivers improved fuel economy. In November 1999, Nissan adopted <the Extroid CVT> on the Cedric/Gloria sedans, marking the world's first application of a CVT to rear-wheel-drive production models powered by a large-displacement engine. Moreover, Nissan released <the Tino Hybrid> and the two-seater<Hypermini electric vehicle> in the early part of 2000.
On March 27, 1999, Nissan and France's Renault SA signed an agreement concerning a comprehensive global alliance aimed at achieving profitable growth for both companies.
Nissan announced on October 18, 1999 the Nissan Revival Plan (NRP), a comprehensive restructuring plan designed to achieve lasting profitable growth on a global level. It accomplished the objectives the NRP by the end of fiscal year 2001, one year ahead of schedule, and posted all-time-high record operating profits. Under the NRP, steadfast efforts were made to enhance product appeal and competitiveness besides cutting purchasing costs and indebtedness. As a result, the all-new Altima won the North American Car of the Year Award in January 2002.
Since this April 2002, the company has been pushing ahead with "NISSAN 180," a new business plan aimed at achieving additional unit sales of one million vehicles globally in 3 years, among other comprehensive, this three-year operational blueprint for Nissan's continuing revival, calling for growth, profit and zero debt.
Nissan & Renault Alliance
The Alliance was created by an agreement signed on March 27, 1999, the terms of which stipulated that Renault acquired 36.8% of the equity of Nissan. Nissan has the option of acquiring Renault equity subsequently. In addition, Renault acquired 22.5% of the equity of Nissan Diesel, as well as 100% of the Nissan financial subsidiaries in Europe.
The Reasons and the Principles of the Alliance
The Alliance has been designed to achieve profitable and balanced growth for the two partners, through the creation of a powerful bi-national Group. Its success will rest on the respect for the two companies' corporate cultures and brand identities. It will also necessarily depend on the success of the "Nissan Revival Plan."
A Global Strategic Partnership, the Alliance is supported by two pillars:
1. The creation of a group of international size, which will be able to meet the challenges of the globalization of markets, competitiveness (in terms of quality, costs and delivery times) and the acceleration of technological change. In 1999, Nissan-Renault rank amongst the world's six leading automotive groups, with 9.1% of the market for passenger cars.
2. The benefits of strong complementaries, particulary in three key areas: products (platforms and components), purchasing, markets (production and marketing). For the period 2000-2002 alone, the synergies between the two partners should produce total savings of US$3.4 billion.
The Nissan Revival Plan
First announced in October of 1999, the Nissan Revival Plan (NRP) went into action in April 2000. Today, as it comes to its end, the NRP legacy is nothing less than a new Nissan. One that is profitable; one that is more efficient; one offering widely enhanced products and services; one that has created a new sense of excitement for employees, customers and other stakeholders. One full year ahead of schedule, the NRP has produced the best financial results in the company’s history.
When the NRP was first announced, Nissan’s executive committee announced three bold commitments; if any of these were not met, the members promised to resign:
• A return to net profitability in fiscal year 2000
• A minimum operating income to sales margin of 4.5 percent by fiscal year 2002
• Consolidated net automotive debt reduced to less than ¥700 billion by fiscal year 2002
Every one of these core commitments has been met—a full year ahead of schedule.
Net profitability was achieved in the first year with net after-tax profits of ¥217.9 billion. This then grew in fiscal year 2001 to ¥348.6 billion—the highest yearly profit in the company’s history. The operating margin had already reached 4.75 percent by the end of the first year of the NRP; at the end of 2001 this had risen to a remarkable 7.9 percent—the highest in the company’s history. Consolidated automobile debt has been reduced to just ¥431.7 billion by the end of 2001—the lowest level in 24 years. As one of the objectives of NISSAN 180, Nissan is attempting to reduce net automotive debt to zero by the end of fiscal year 2004.
Nissan 180
Because of NRP and its achievements, Nissan is now ready to grow. The new fiscal year opened under the banner of NISSAN 180, a plan designed to take Nissan to a higher level of performance; a plan that opens a new perspective for our company, a perspective of lasting profitable growth. The objectives of NISSAN 180 are contained in the name of this new three-year business plan:
• Grow Nissan by 1 million additional units worldwide by the end of fiscal year 2004
• Achieve an 8% operating margin under constant accounting standards
• Reduce net automotive debt to 0 by the end of fiscal year 2004
These bold goals will position Nissan at the top level of profitability in the automobile industry worldwide and cause me to raise my valuation on the stock to $20.31.
Management
Yoshikazu Hanawa, Chairman of Nissan Motor Co., Ltd.
Career Profile:
June 2003 Advisor and Honorary Chairman
June 2001 Chairman of Nissan Motor Co., Ltd.; Member of the Board of Directors of Renault
June 2000 Chairman and Chief Executive Officer of Nissan Motor Co., Ltd; Member of the Board of Directors of Renault
June 1999 Chairman, President and Chief Executive Officer of Nissan Motor Co., Ltd.; Member of the Board of Directors of Renault
May 1999 President and Chief Executive Officer of Nissan Motor Co., Ltd.;
June 1996 President of Nissan Motor Co., Ltd.
June 1993 Executive Vice President in charge of Product Planning and Development Group; Quality Assurance Group; Product and Market Strategy Office
June 1991 Executive Vice President in charge of Overseas Operations Group; Parts Group; General Manager, Overseas Business Planning Division
June 1990 Executive Managing Director in charge of Parts Division; Overseas Planning Department; Overseas Operations Support Department; Group Director, Americas Operations Group, Nissan Motor Co., Ltd.; President, Nissan North America Inc.; Chairman, Nissan Motor Corporation in U.S.A.; Chairman, Nissan Motor Manufacturing Corporation U.S.A.
June 1989 Managing Director; Group Director, Americas Operations Group, Nissan Motor Co., Ltd.; Chairman, Nissan Motor Corporation in U.S.A.; Chairman, Nissan Motor Manufacturing Corporation U.S.A.
January 1988 Managing Director in charge of Corporate Planning Office; Business Development Office
June 1985 Member of the Board of Directors; General Manager, Corporate Planning Office
February 1985 General Manager, Corporate Planning Office, Nissan Motor Co., Ltd.
February 1982 General Manager, Technical Services, Nissan Motor Manufacturing Corporation U.S.A.
January 1981 Deputy General Manager, U.S. Project Office
January 1973 Manager, Research Section, Personnel Department
January 1972 Manager, Personnel Administration Section, Administration Department, Yokohama Plant
April 1969 Manager, Personnel Administration Section, Administration Department, Oppama Plant
April 1957 Joined Nissan Motor Co., Ltd.
Carlos Ghosn, President and Chief Executive Officer Nissan Motor Co., Ltd. .
Carlos Ghosn joined Nissan as Chief Operating Officer in June 1999, and became President in June 2000. In June 2001, he assumed the position of President and Chief Executive Officer. He currently serves on the boards of Renault, Mirant Corporation and Alcoa.
He was born on March 9, 1954 in Brazil. He graduated with engineering degrees from Ecole Polytechnique (class of 1974) and from Ecole des Mines de Paris in 1978. Upon graduating from school, he joined Michelin in France in 1978. In 1981, he was appointed plant manager in Le Puy, France. In 1984 and 1985, he headed the research and development of earthmover and agricultural tires in Ladoux, France. He then served four years as chief operating officer of Michelin's South American activities based in Brazil.
In 1989, he was appointed president and chief operating officer of Michelin's North American companies. In 1990, he was appointed chairman, president, and chief operating officer of Michelin North America. He presided over the complete restructuring of Michelin North America after the acquisition of the Uniroyal Goodrich Tire Company in 1990. This restructuring included the assimilation of that company into Michelin North America and the development of a multi-brand strategy for the continent.
In October 1996 he joined Renault and was appointed executive vice president of the Renault Group in December 1996. He was in charge of advanced research, car engineering and development, car manufacturing, powertrain operations and purchasing. He also supervised Renault activities in the Mercosur.
Career Profile:
2003, serves on the board of Renault, Alcoa, and Sony.
June 2001, President and Chief Executive Officer of Nissan.
June 2000, President of Nissan
June 1999, Carlos Ghosn joined Nissan as Chief Operating Officer.
December 1996. He was in charge of advanced research, car engineering and development, car manufacturing, powertrain operations and purchasing. He also supervised Renault activities in the Mercosur.
October 1996, joined Renault and was appointed executive vice president of the Renault Group
1990, appointed chairman, president and chief executive officer of Michelin North America. He presided over the complete restructuring of Michelin North America after the acquisition of the Uniroyal Goodrich tire company in 1990. This restructuring included the assimilation of that company into Michelin North America and the development of a multi-brand strategy for the continent.
1989, appointed president of Michelin's North American companies.
1984, headed the research and development of earth mover and agricultural tires in Michelin, Ladoux, France. He then served four years as chief operating officer of Michelin's South American activities based in Brazil.
1981, appointed plant manager in Michelin, Le Puy, France.
1978, joined Michelin in France.
Takeshi Isayama, Vice Chairman of Nissan Motor Co., Ltd.
Career Profile :
September 2001 Joined Nissan Motor Co., Ltd. Vice Chairman
September 2000 Stanford University, Asia Pacific Research Center, Visiting Scholar
October 1999 Mitsui Insurance Co., Ltd. Advisor
October 1999 Mechanical Social Systems Foundation, Advisor
June 1998 Commissioner, Japan Patent Office
July 1997 Director-General, International Trade Policy Bureau
August 1996 Director-General, International Trade Administration Bureau
April 1967 Joined Ministry of International Trade and Industry
Vision & Mission Statement
Nissan Global
Vision :
NISSAN: Enriching people's lives
Mission :
Nissan provides unique and innovative automotive products and services that deliver superior measurable values to all stakeholders in alliance with Renault.
Nissan Arabian
Vision :
To be the No. 1 by far in the quality of Sales and Services, achieve a volume sale of 25000 units and service retention of 4 by the year 2010.
Mission :
"Our Mission is to ensure a total and recurring enjoyable ownership experience to each of our customers by following best practices in everything we do”.
Core Values :
INTEGRITY
We believe that honesty, transparency, strong moral principles and high ethical standards are essential in every aspect of our business. We will have the courage to accept responsibility for all our actions.
COMMITMENT
We are passionate about implementing our organization’s strategies to the best of our abilities and wholehearted dedication. We will deliver what is expected from us with clear focus on priorities and total involvement.
ADDING VALUE
We believe in having a win-win relationship and adding value to our customers, business partners, stakeholders, employees and community through our effective processes, in order to make a positive difference.
NEVER BEING SATISFIED
We believe in continuous improvement in every aspect of our operations. We challenge what we perform today and make it more efficient in line with the dynamic environment, in order to achieve a better work quality & world-class standard.
Vision Analysis
A vision is not a vague aspiration, or some woolly phrase along the lines of ‘we’ll be the best’. If an organization says its vision is to be ‘the leading company in its sector’ or ‘a place where people want to work and customers love to do business’ this is not a vision – it’s an hallucination. A proper vision – or at least a useful vision – is a very specific, big ambitious goal.
If a vision is going to be any good, it must satisfy three key criteria:
It must be clear – people need to ‘get it’ straight away.
It must be exciting to the people who have to make it happen.
It must be challenging yet achievable.
Compare the vision and statements of Nissan Global and Nissan Arabian, we can see Nissan has a very clear understanding and definition about the different goal for different layer of the company. Carlos Ghosn even believes that Japan’s problem is that it lacks a vision, Like any company seeking to revive its business, Japan needs some kind of vision statement. Otherwise, he said, "no one will sacrifice when there’s no goal." Japanese leaders devise good policies, Ghosn said, they just fail to execute them well. Time and time again, potentially effective measures end up being compromised, watered down or delayed. The consensus is that Japan needs to act, but Japan cannot afford to wait for a consensus on what action to take, he said. But while he called for strong leadership, he also cautioned against radical change, saying reforms should be introduced in a way that doesn’t upset society.
Products And Services
Nissan Vehicles(USA)
SENTRA, Expect the exceptional in an affordable sedan. Starting at $12,200
SE-R, Concentrated performance from Japan. Starting at $17,100
ALTIMA, The cure for the common car. Starting at $18,700
MAXIAM, An inspiring blend of luxury and performance. Starting at $26,950
350Z, The return of a classic. Starting at $26,370
FRONTIER, Frontier raises the bar again, this time with a cargo-hungry Crew Cab Long Bed. Starting at $13,149
TITAN, Full size. Full strength. December 2003
MURAN, A distinctive SUV with all-wheel drive, 245 horsepower and smooth-shifting Xtronic CVT. Starting at $28,200
XTERRA, Still everything you need in an SUV. Starting at $17,999
PATHFINDER, Up to 250 hp and available All-Mode 4WD® — feel empowered yet? Starting at $26,799
QUEST, Room for all of your passionate urges. Starting at $24,240
PATHFINDER-ARMADA, Everything a full-size SUV should be. And more. Starting at $33,300
Nissan Vehicles(Japan)
SEDAN:
PRESIDENT, CIMA, CEDRIC, GLORIA, TEANA, SKYLINE, PRIMERA, BLUEBIRD SYLPHY, SUNNY
MINI HATCH BACK:
CUBE3, CUBE, MARCH, MOCO
SPORTS AND SPECIALITY:
FAIRLADY Z, SKYLINE
MINIVAN:
ELGRAND, PRESAGE, SERENA, LIBERTY
STATION WAGON:
STAGEA, AVENIR, PRIMERA WAGON, WINGROAD,
SUV:
SAFARI, X-TRAIL
Market/Automobile Economy
How big is the market?
Automobile Exports to the Total Market by the Top 10 Leading Exporters of 2000
Country 2000 1995 1990 1985
Value (mil. $) World (%) Value (mil. $) World (%) Value (mil. $) World (%) Value (mil. $) World Share (%)
Germany 64683 20.3 50821 21 41745 24.2 20284 22.9
Japan 60186 18.9 42180 17.4 42765 24.8 26952 30.4
Canada 37587 11.8 27804 11.5 14915 8.7 12965 14.6
France 20534 6.4 15956 6.6 13767 8 5314 6
Spain 18378 5.8 15750 6.5 7501 4.4 2282 2.6
Mexico 17674 5.5 8098 3.4 2878 1.7 137 .2
Belgium-Lux 17347 5.4 18626 7.7 13785 8 5119 5.8
USA 17112 5.4 18015 7.5 11504 6.7 6797 7.7
UK 14929 4.7 11505 4.8 6009 3.5 1826 2.1
Korea Rp 12571 3.9 1257 3 1875 1.1 534 .6
Total 182210 88.1 156744 89.4 210012 91.1 281001 92.9
Source: World Trade Analyzer
The Top 10 Exporting Countries of Automobiles in 1985 v. 2000
1985 2000
1. Japan 1. Germany
2. Germany 2. Japan
3. Canada 3. Canada
4. USA 4. France
5. France 5. Spain
6. Belgium-Luxembourg 6. Mexico
7. Spain 7. Belgium-Luxembourg
8. Sweden 8. USA
9. UK 9. UK
10. Italy 10. Korea Republic
Source: World Trade Analyzer
According to world trade analyze 2000, the global automobile industry worth more than 318 billions of dollars. And the top 10 exporting countries are Japan, German, Canada, USA, France, Belgium, Sweden, UK, and Italy. And there are over one hundreds of automobile makers in the world. Global competition in the auto industry continues to grow ever fiercer.
Who are the industry leaders?
INDUSTRY LEADERS HOME COUNTRY WORLDWIDE MARKET SHARE (%) SALES IN 2002
(million $) CHANGE IN SALES (%)
General Motors U.S. 17.03 186763 5.4
Ford Motor Co. U.S. 14.82 162586 1.1
Daimler Chrysler U.S. 14.30 156838 15.3
Toyota Japan 9.80 107443 1.3
Honda Japan 5.86 64305 23.5
Fiat Spa Italy 4.77 52314 -6.2
Nissan Japan 4.48 49110 -12.9
Source: S&P Market Insight 2003
According to S & P Market Insight 2003, the top 7 leader in auto industry in the world are GM, Ford, Daimler Chrysler, Toyota, Honda, Fiat Spa and Nissan. Based on the report that given by U.S. Commerce Dept, Office of Automotive Affairs, 2002 Big-3’s worldwide automotive net sales are higher than 294 billion dollars, and it is projected to grow.
As we can see from all the figures mentioned above, Nissan is trying everything to build the Nissan brand into one that is powerful and highly positioned in the global markets. And work hard to gain market-share as much as possible. (above table is Nissan’s performance in 2002)
Where is the biggest market?
A study in 2000 showed total world market for automobile is 55,776,475 (units), including sold 16,661,073 units in western Europe, 19,855,605 units in North America, 12,099,721 units in Asia-Pacific . The biggest automobile market is North America.
US Motor Vehicle Industry Domestic and International Trade
The global automobile market study in 2000 showed that North America market plays the major role in automobile industry, and USA has the major portion of the market. Thus, we need to know how USA trade motor vehicle with other countries. The following are the U.S. motor vehicle industry domestic and international trade facts.
Market integration
Due to the competition in the industry is fierce, the industry starts to transform and seeking integration and which is one of the most significant new developments took place in 2000. And After a period of vertical integration, the automobile industry is returning to a horizontal/modular structure. Through the implementation of Charles H. Fine's Double Helix Model (see figure 1). One is able to see this more clearly. The Double Helix is a continuous double loop in which two cycles are included: vertical/integration and horizontal/modular. While an industry is vertically integrated, three factors can force it to become more horizontal. These factors include niche competitors, the challenge of keeping ahead of competition, and the organizational rigidities that are often found in large corporations. Similarly, there are factors that force a horizontal structure to become more vertical. These factors include technical advances, supplier market power, and proprietary system profitability . And the above factors are the reason for Nissan formed an alliance with Renault.
Besides, with the goal of improving the entire industry, DaimlerChrysler, Ford Motors, and General Motors developed a single global business-to-business supplier exchange, Covisint. With hopes of improving things such as faster decision-making, waste elimination, and cost reduction, Covisint is a place where companies are able to go in order to take care of their entire supplier needs. When Renault, a French automaker, and Nissan, a Japanese automaker, joined the initiative, the company really took more on more global importance. Some examples of the suppliers include Delphi Automotive, AKSteel, BASF, Borgwarner, and many others. The alliance also has a strong technology sector including companies such as and MatrixOne. One important aspect of the website is its' sourcing directory. The sourcing directory allows clients to locate over 25,000 suppliers across the globe. Covisint also offers tools such as the product management tool, the manager product tool, the advanced quality planner, and the problem solver.
Figure 1: Double Helix Model
Marketing
Company, customers, and competitors
In order to prepare for the next millennium Nissan implemented several changes:
First, the company decided to provide higher quality cars at a lower price. This “Value Strategy” was universally adopted for all Nissan products. Nissan wants to build and “extraordinary value” when consumers think of Nissan. Nissan projects this move will cause a dramatic increase in sales, and gain a higher market share.
Second, Nissan is trying to innovate its company structure: It’s linking its manufacturing, finance, and marketing, and focuses on customer service. The company will expand customer services to include roadside assistance and post-purchase service. This move will benefit customers and Nissan as well. Because of these after-sale services, the value that customers get when purchasing a Nissan is greater. Due to this, sales should increase, because more people will prefer Nissan to other companies.
Third, Nissan introduces new advertising campaigns. These ads focused on product features and Nissan’s new world-wide positioning statement: “dependability, quality, and reliability.”
Nissan is continuously introducing new models (Nissan 180), which is necessary to stay in competition. To increase its market share, Nissan has to develop innovative technology and target a larger market segment.
Nissan is using all kinds of tactics to reach customers. The most obvious strategy is to give individual drivers personal mobility which includes design, driving pleasure, IT and safety and environmental technologies. (Nissan defines the car not as a means for persons to move from one place to another, but as something that provides personal freedom to go anywhere they like to enrich their lives.) .
Among all the aspects, design is the most emphasized area that Nissan is trying to achieve. "Customization and personalization are two words that best define how automotive companies will achieve loyalty and growth going forward," Jon Cropper, senior manager for youth and urban communications, Nissan North America said. "The opportunities for people to increasingly be able to customize vehicles to suit their own personalities and sensibilities -- that's going to be a huge, huge growth opportunity. "Nissan wants to offer products that are designed with passion, creativity and advanced technologies.
The following are how Nissan attacks various groups:
For the youth market: The smooth images of Nissan sedans streaking across an urban billboard are gaining a more youthful, whimsical character. The spin on this freestyle billboard face-lift is an effort by Nissan to be plugged into the world of multicultural urban youth. They have "ElectricMOYO" traveling campaign, which will be held in 10 major U.S. cities. The written message on these faux-pirated billboards simply is "ELECTRICMOYO.COM" -- a Nissan Web site establishing a feel as personal (and as "organized") as walking into a youth's room. The following is an excerpt from the site: "Do not touch your ears. Do not stand by. This is a message of progressive hypersonic transmission. Electric Moyo wants you to become a live experiment in positivism. Your reality is currently under re-construction." "The Electric Moyo `effort' is a radical departure from anything Nissan has ever done before," said Jon Cropper, senior manager for youth and urban communications, Nissan North America. "Nissan has demonstrated on a global and corporate level that it's an institution that's really open to change." The youth market is one of the fastest-growing demographic segments of the American population, he said. The general age in those various groups -- Hispanic, black, Asian and Indian -- is significantly younger than in the general population. Changing elements of a vehicle's look to closely reflect the owner's personality is a key part of the youth market.
For European market: Nissan wants to meet up the consumer’s needs. "The key issues are on safety and diesel in Europe," said Nissan's Executive Vice President Patrick Pelata said in an interview. "We will have a diesel line up coming and from 2003 we should be fully in line with European standards."
For different ethnic group: Black History Month, Nissan launched an ad campaign it hoped would inspire African-Americans to think differently about civil rights. A billboard created by Nissan’s recently hired black ad agency, True, featured the words “Black History Month” with the word History crossed out and replaced with the word “Future.”
Due to Nissan’s “Value Strategy,” it positions its product prices are set to be low-mid. Nissan’s top competitors are GM, Toyota, and Honda. GM is using Customer-Centric as their strategy; Toyota uses demand-based pricing strategy ; Honda’s strategy is observe customers and grasp their potential demand and apply it to product development using the firm's traditional strength in technology.
Product, Place, Price and Promotion
Nissan’s success in conquering and creating new markets are due to its diversification and pricing strategy for penetrating the markets and different segments. The tactics helped Nissan to gain much higher market-share than before.
Here is how the strategies from: A study of the 1986 U.S. luxury car market allowed Nissan to make several general observations. The 1986 luxury market was dominated by the American brands such as Cadillac, Lincoln, Buick and Oldsmobile, which comprised of up to 70% of all car sales. The German automakers accounted for the other 28%. The car producers at that time were mainly involved in non price competition, and emphasized their cars' distinctive attributes, rather than prices.
Honda research revealed that, while transgressing to the lower end of the price range, the demand for cars in the U.S. turned out to be more and more elastic. This meant consumers sensitivity to price changes and thus, the amount of cars purchased. This phenomenon revealed new possibilities for price competition and the expansion of luxury car market segment.
Thus, Nissan uses Demand-based pricing strategy to introduce variable models at variable prices, from low-end Sentra ($12,000) to upscale Infiniti Q45 ($62,000).
Nissan continuously adopts the Demand-based pricing strategy and integrated with its new Nissan 180 plan. In order to have a perfect product mix, and to gain the maximum profit, Nissan will introduce 28 new models worldwide by the end of their physical year 04, under the new business plan, "NISSAN 180". Now, Nissan has a mixed product line including: Cima, Elgrand, Fairlady Z, Skyline, March, Stagea, Cube, Moco, X-trail, Sentra, Altima, Frontier, Xterra, Inifiniti G35, G35 Sport coupe, Murano, Infiniti Q45, Platina, Primera, Almera, Micra, Terrano, Blue bird, Patrol, Pickup…these models are introduced in their own regional market, including Asia, North America, Japan, Europe, and south Asia.
All different models target at different groups: March's sharp design and lively body colors created new value in the compact car market; Fairlady Z has to offer high performance and designs unimaginable for a sports car in its price range; Altima, which was recognized as the North American Car of the Year, was a result of Nissan's new insights into ideal midsize sedans in the United States; Quest is for "Real World Safety."
These examples illustrate Nissan's will and ongoing ability to meet customers' expectations, presenting them with entirely new driving experiences. Besides, with all Nissan models, Nissan wants to apply IT to transform the car from a tool for transportation into a total space in which drivers are connected to outside information. Nissan's designs and technologies embody the company's efforts to achieve their value, so called "Nissan-ness" in its products.
Nissan now uses dealership as their front line and their new weapon to market its products. Nissan dealerships are being renovated to create a unified image of the new Nissan. Due to the dealership is the places of customers' direct contact with Nissan, Nissan dealers worldwide are trying to present images like "service with a heart" and placing core importance on maintaining dialogues with customers. Besides the redesign of their exteriors, their interior layouts and other elements are being changed to generate a more comfortable atmosphere where customers can truly experience what Nissan is all about. This work has already begun in Japan and the United States and is being applied to dealerships worldwide. Nissan websites worldwide are also being redesigned for a unified Nissan image. Through these sites, Nissan offers the very latest information on its products, the location of the dealership closest to a particular customer, and much more.
Besides excellent business strategies, Nissan needs promotions as tools to help executing its plan. In order to realize Nissan’s plan, it launched many campaigns. The "ElectricMOYO" traveling campaign, which emphasizes art, music and Nissan's popular midsize Altima sedan, is a quest to reach the youth market on an "intimate" level. The Generation Y market -- 70 million-plus strong -- is a target for Nissan, as well as for most other auto manufacturers. Nissan is trying to create memorable experiences for young people by going straight to their urban world. "We recognize overall that the youth market, which we define as 18-34-year-olds, is an extremely important market -- not only because they represent a significant buyer group but also because they represent the future of the business." Cropper said. Nissan's focus on multicultural youths from varied ethic backgrounds comes from research indicating this is a trendsetting group. These are people who are having increasing influence in U.S. culture. Besides "ElectricMOYO", Nissan uses various campaign to reach different groups, such as “we are not there yet, are we?,” “down under,” and “SHIFT_the future.”
Financial
Key Numbers (Hoovers Archives)
Company Type Public (NASDAQ (SC): NSANY [ADR]; Exchange: Tokyo)
Fiscal Year-End March
2003 Sales (mil.) $56,904.9
1-Year Sales Growth 22.1%
2003 Net Income (mil.) $4,126.4
1-Year Net Income Growth 47.4%
2002 Employees 125,099
1-Year Employee Growth (6.5%)
2003 2002 2001 2000
Annual Sales ($ mil.) 56,904.9 46,588.3 49,109.8 56,387.5
Annual Net Income ($ mil.) 4,126.4 2,799.0 2,670.0 (6,456.3)
In a period when most automakers are scrambling to eke out a profit, Nissan Motor Co. made the U-turn on its finance to profit. Carlos Ghosn, Nissan Motor CEO, is the leader of Nissan Motor to make this dramatic turnaround of an automaker’s fortunes. The Nissan Revival Plan (NRP) and NISSAN 180 have produced the best financial performance in the company's record. The annual sales of Nissan Motor increase 22% for the fiscal year 2002, to $56,904.9 Million. The full-year 2002 net income is upward by 67% from $2,799 million to $4,126.4 million. The more detail financial information about Nissan Motor is following:
Nissan Motor Co.’s Financial Highlight:
Asset:
According to Nissan Motor Co.’s fiscal 2002 annual report ( B/s ), the total consolidated assets increase by 13 percent to US $61,243.2 million in fiscal year 2002, compared to US $54,248.2 million at the end of fiscal year 2001. Current assets increased by 17 percent or US $4,388.3 million during fiscal year 2002 to US $30,833.8 million. Nissan's improved world-wide operations make the net receivable increased to US $3,073.3 million. Net fixed assets increased by 13 percent to US 24,911.1 million from US $21,647.8 million. In May 2002, Nissan purchased an additional 1.5 percent of Renault, bringing the total to 15 percent of Renault capital.
Shareholders’ Equity:
Total share holder equity increased US $3,082.6 million form US $12,186.6 million to US $15,069.2 million.
Liability:
The balance sheets reflect that Nissan Motor eliminate US $4,112.5 million liability. The account payable even eliminates US $1,975 million. The generation of profit from the operation and improvement in working capital largely contributed to the reduction in fiscal year 2002.
Cash Flow:
Consolidated cash generated from operating activities more than doubled during fiscal year 2002, to US $4,813.7 million from US $1,670.8 million the year before. The higher profits from operations and improved working capital requirements. This cash was mainly used for investments for future growth.
Fiscal year 2002 business performance:(Nissan Motor Archives)
Consolidated financial results:
Unit sales
Nissan sold 2,771,000 vehicles worldwide in fiscal year 2002, an increase of 6.7% from fiscal year 2001 sales of 2,597,000 units. Fiscal year 2002 marked the biggest product year in Nissan history, with 12 all-new models representing 21 regional product events. Fiscal year 2002 sales and market share increased in each region except Europe.
Sales revenues
Consolidated sales revenues reached US $55.97 billion (6,828.6 billion Yen) up 10.2% from the prior year. The mainly reason is due to higher volume and mix, including the expansion of the scope of consolidation.
Operating income
Nissan Consolidated operating profit improved by 50.7% – from US $4 billion (489.2 billion yen) in fiscal year 2001 to a record US $6.04 billion (737.2 billion yen) in fiscal year 2002. Growth in vehicle sales volume world-wide contributed 4 billion yen (US$ 0.04 billion). Combined volume and product mix gains in North America, Europe and other markets world-wide offset a mediocre sales performance in Japan which had been expected by the company. As a percentage of net sales, the operating profit margin reached 10.8%, which is the highest operating profit margin in the global automotive industry.
According to Nissan Motor’s FY 2002 annual report, there are several factors make the US$6.04 billion operating profit: (Nissan Motor Archives)
Foreign exchange rates
The change of consolidation produced
Higher volumes and mix
Increased selling expense
Purchasing cost improvement
Product enrichment
Increased efficiencies in manufacturing
Ordinary income
Consolidated ordinary profit came to US $5.82 billion (710.1 billion yen), up from US $3.4 billion (414.7 billion yen) in the prior year.
Income before taxes
Consolidated net income before taxes totaled US $5.69 billion (694.6 billion yen) compared to US $ 3 billion (364.2 billion yen) in fiscal year 2001.
Income taxes
Current and deferred income taxes for the period came to US $1.63 billion (198.7 billion yen).
Net income
Consolidated net income after tax totaled US $4.06 billion (495.2 billion yen), a 33% improvement compared to US $3.1 billion (372.3 billion yen) for fiscal year 2001. This is the best result in the company’s history.
Indebtedness
According to Nissan Motor Co.’s FY2002 annual report, the elimination of net automotive debt was attribution to improved cash from operations as well as continued asset sales. Nissan Motor’s net automotive debt has been totally eliminated, down from US $3.54 billion (431.7 billion yen) at the beginning of fiscal year 2002. At the end of fiscal year 2002, Nissan’s net automotive cash position is US $70 million (8.6 billion yen) at constant accounting standards.
Shareholder's equity
Consolidated shareholder's equity as of March 31, 2003, totaled US $14.82 billion (1,808.3 billion yen), an increase of US $1.54 billion (187.5 billion yen) compared to US $13.28 billion (1,620.8 billion yen) as of March 31, 2002.
Stock Price: (Morningstar Archives)
NISSAN MOTORS (NasdaqSC:NSANY) Quote data by Reuters
Last Trade: 23.12
Trade Time: 3:59PM ET
Change: 0.50 (2.21%)
Prev Close: 22.62
Open: 23.10
Bid: 18.00 x 300
Ask: 23.95 x 1000
1y Target Est: 21.00
Day's Range: 22.72 - 23.27
52wk Range: 12.76 - 24.76
Volume: 263,207
Avg Vol (3m): 286,045
Market Cap: 52.22B
P/E (ttm): 45.60
EPS (ttm): 0.50
Div & Yield: 0.24 (1.04%)
In stock market, the auto makers industry has been a poor industry to be in the past 10 years, Although Nissan has done somewhat better since year of 2000. Nissan Motor’s NASDAQ symbol is NSANY. In October 7, 2003, the stock price of Nissan Motor is $23.12. The open price is $23.1and the preview close is $22.62. Day’s range is $22.72 to $23.27 and the 52-week range is $12.76 to $24.76. Market capital of Nissan Motor is $52.22 billion.
Stock Performance:
Common Stocks (As of March 31, 2003)
Issues and Outstanding: 4,520,715,112 shares
Number of Shareholders: 119,440 shareholders
Institutional Ownership
% Shares Owned 1.15
# of Institutions 105
Total Shares Held (Mil) 26.022
3 Mo. Net Purchases (Mil) 1.623
3 Mo. Shares Purchased (Mil) 3.816
3 Mo. Shares Sold (Mil) 2.193
According to above charts, in March 31, 2003, Nissan Motor’s common stock issues and outstanding is total 4,520,715,112 shares. Total numbers of shareholders are 119,440 shareholders. In institutional ownership part, percentage of shares owned is 1.15 and the number of institutions is 105. Total shares held are 26 million. In addition, three month net purchase is 1.6 million Investor. (Stock point Archives).
Stock Industry S&P 500
Forward Earnings Yield 7.87 6.63 5.32
Forward P/E 12.7 15.1 18.8
Price/Cash Flow 29.5 8.9 14.6
Price/Sales 1.1 1.0 2.2
S&P 500 data through 10-01-03
*Industry Average
According to above charts, Nissan Motor stock’s forward earnings yield of 7.87% is the annual return it would generate if its profits remained fixed and it paid out all of its earnings as dividends. This is normal compared with the earnings yields of other stocks in automobile maker industry, but it is extremely healthy in absolute terms. For this company to generate decent returns for investors, it will probably only have to realize moderate growth in earnings or a higher valuation by the market. It is, however, important to be reasonably confident about the quality of this stock’s earnings. Sometimes a company in distress has a high yield because its stock price has dropped sharply. One way to verify earnings quality is to look at other valuation measures such as the price/cash flow ratio, which should not be dramatically higher than the stock’s forward price/earnings ratio. (Morningstar Archives)
Revenue Stock Industry
TTM Revenue Growth % --- 3.77
3yr Revenue Growth % -2.0 4.11
TTM EPS Cont. Ops. % --- 27.12
3yr EPS Cont. Ops. % --- 8.42
Sustainable Growth Rate % 22.2
Most stocks in the auto makers industry have seen steadily growing revenue and earnings over the past three years. Nissan Motor’s stock has actually seen declining revenue growth over the past three years (Morningstar Archives).
Dividends Stock Industry
Dividend Yield % 1.2 2.01
5yr Dividend Growth % -6.01 0.86
The dividend yield indicates the rate of return to stockholders in term of cash dividend distributions. The dividend yield is computed by dividing the annual dividends paid per share of common stock by the market price per share at a specific date. And, the dividend yield on common stock is of special interest to investors whose main objective is to receive a current dividend return on their investment. (Morningstar Archives)
Nissan Motor stock has a fairly typical dividend yield, both compared with its industry peers and the broader market. Note, however, that its dividend has declined over the past five years. Often, this is a sign of more difficult business conditions, and sometimes of financial trouble.
Ratio Comparison:
Valuation Ratios
Company Industry Sector S&P 500
P/E Ratio (TTM) 13.24 16.05 18.19 24.35
P/E High - Last 5 Yrs NA 64.44 43.76 48.42
P/E Low - Last 5 Yrs NA 3.94 9.03 16.17
Beta 0.46 1.26 1.01 1.00
Price to Sales (TTM) N/A 0.28 1.07 3.32
Price to Book (MRQ) N/A 2.08 3.18 4.17
Price to Tangible Book (MRQ) N/A 7.19 7.38 7.54
Price to Cash Flow (TTM) N/A 4.13 10.84 17.61
Price to Free Cash Flow (TTM) NM 7.51 18.17 31.58
% Owned Institutions 1.15 39.23 49.51 64.04
The price-earnings ratio (P/E) is a performance benchmark that can be used as a comparison against other companies or within the stock’s own historical performance (Warren et. al, 1999, p.652). Nissan Motor’s P/E ratio is 13.24 lower than industry average 16.05 which is out of favor. Nissan Motor P/E ratio indicates that Nissan Motor a little bit lower growth and earnings expectations in the future. Nissan Motor’s beta is lower than the industry average, therefore making it a slightly less risky investment. (Investor.stockpoint Archives)
Profitability Ratios (%)
Company Industry Sector S&P 500
Gross Margin (TTM) 26.62 18.53 28.62 47.02
Gross Margin - 5 Yr Avg 25.00 19.25 28.43 47.07
EBITD Margin (TTM) N/A 8.19 11.60 18.98
EBITD - 5 Yr Avg 11.22 7.09 10.45 20.91
Operating Margin (TTM) 7.92 2.32 7.95 18.06
Operating Margin - 5 Yr Avg 3.41 3.32 7.06 17.83
Pre-Tax Margin (TTM) N/A 2.16 7.48 16.69
Pre-Tax Margin - 5 Yr Avg -0.31 3.95 6.71 17.34
Net Profit Margin (TTM) 6.12 1.44 4.92 11.86
Net Profit Margin - 5 Yr Avg -0.16 2.71 4.15 11.40
Effective Tax Rate (TTM) N/A 31.44 32.28 31.86
Effective Tax Rate - 5 Yr Avg N/A 33.87 35.23 34.86
Gross Margin is the ratio of gross profit to sales revenue (Warren et. al, 1999, p.656). For a manufacturer, gross margin is a measure of a company's efficiency in turning raw materials into income. The above chart reflects that Nissan Motor 26.62 is more efficiency than the industry 18.53. Operating margin is the ratio of operating income to sales revenue. Nissan Motor is 7.92 which is much higher than the industry 2.32. This significant number is attributable to the higher unit sales to make US $4billion operating income (Investor.stockpoint Archives).
Management Effectiveness (%)
Company Industry Sector S&P 500
Return on Assets (TTM) 5.13 1.04 6.11 6.01
Return on Assets - 5 Yr Avg -0.09 2.24 5.76 7.27
Return on Investment (TTM) 10.04 1.78 8.80 9.48
Return on Investment - 5 Yr Avg -0.67 3.79 8.33 11.75
Return on Equity (TTM) 28.9 11.55 15.58 17.57
Return on Equity - 5 Yr Avg -1.23 14.21 15.78 20.17
Return on assets (ROA) shows the after tax earnings of assets (Warren et. al, 1999, p.886). Return on assets is an indicator of how profitable a company is. The higher of the ratio, the greater of the return on assets. Nissan Motor’s ROA is 5.13 which is much higher than the industry 1.04. In addition, return on investment (ROI) is a profitability measure that evaluates the performance of a business. The higher the rate of return on investment, the better the company is utilizing its assets to generate income. The above charts reflect that Nissan Motor is a highly profitable company. In comparison, the rate of return on investment of the Nissan Motor is 10.04% and the industry is 1.78%. Return on equity (ROE) measures the overall efficiency of the firm in managing is total investments in assets and in generating a return to stockholders. It is the primary measure of how well management is running the company. The higher a company’s ROE, the better the company. Nissan Motor’s ROE is 28.9 which is 17.4 different in the industry. That means Nissan Motor make 17.4 dollar more from the existing assets.
Summary of Nissan Motor Finance:
The above information reflects Nissan's progress in improving its cost structure and reducing its debt under the strong leadership of its management. In fiscal 2001 (ended March 31, 2002), the company successfully completed its three-year restructuring plan one year ahead of schedule, far exceeding the original goals outlined in the plan.
Cost reduction efforts and an improved product development strategy have strengthened Nissan's earnings structure, enabling it to generate solid profitability despite depressed vehicle sales worldwide. The company achieved a record financial performance in fiscal 2001, posting an operating profit of US $4 billion (490 billion yen). Its operating margin climbed up to 7.9% and net debt held by automotive units (excluding captive finance companies) fell to about US $3.56 billion (435 billion yen). In its restructuring plan, Nissan had pledged to achieve an operating margin of 4.5% and net debt of no more than US $5.7 billion (700 billion yen). In line with this improvement in its profitability and capital. structure, Nissan's cash flow protection is also expected to have strengthened, with funds from operations to total debt estimated at about 25%, up from 18% in fiscal 2000.
Notwithstanding these developments, Nissan faces an increasingly difficult operating environment. Auto demand is expected to remain weak in Japan, reflecting the damage to consumer confidence caused by an ongoing deflationary recession and historically high unemployment rate over the past several months. Despite its progress in cost reduction, Nissan has yet to prove it can sell more vehicles, and faces challenges in recapturing market share in Japan and other key markets amid intense competition from its global peers.
Knowledge Analysis of Nissan Vehicle
Nissan Technical Centre Europe
Nissan Technical Centre Europe, located at the Cranfield Technology Park, Bedfordshire, currently employs 350. The Company was established in 1988, to act as the European headquarters in Nissan's global research and development network.
The extensive technical facilities enable Nissan's British engineers to design and develop cars especially for the European market and the facility also provides support to European manufacturing operations, vehicle and engine testing and supplier liaison.
Activities at Cranfield encompass the design and development of complete vehicle styling, body, chassis, electrical and trim design, component and engine testing, trial vehicle building and project control.
Nissan's global research and development organization is dedicated to creating vehicles that meet the needs and requirements of customers anywhere in the world. Engineers at Nissan Technical Centre Europe in Cranfield can recreate the searing heat of the Arizona desert, the humidity of a tropical rain forest, or the chill of a sub-zero Arctic winter - from one extreme to the other in just 3.5 hours. It continually updates its CAD (Computer Aided Design) capability to the latest global best practice. The Cranfield site lies at the heart of the UK and European component industry. It has forged excellent relationships with many suppliers, who are an integral part of Nissan's simultaneous engineering process.
Design work for the new Almera & Almera Tino was undertaken at Nissan Technical Centre in Atsugi-Shi, Japan and Nissan Technical Centre Europe in Cranfield, England.
Nissan's proximity to Cranfield University has led to a close working relationship. This includes work on COGENT 2000 - a joint initiative to assist the development of second and third tier suppliers and CUPID - a joint research programme into vehicle aesthetics.
Renault and Nissan to set up a new common IS/IT organization
Nissan Motor Co., Ltd. and Renault announced a new common Information System (IS)/Information Technology (IT) organization to achieve the synergies of the Alliance. The new organization will be named Renault-Nissan IS/IT Office (RNIO) and will lead the two IS/IT organizations in implementing cost effective systems and standard optimized infrastructures as the Alliance pursues joint automotive operations worldwide.
RNIO will drive convergence between Renault and Nissan putting in place common processes and operations to make both IS/IT operations more effective and service oriented. It will facilitate and hasten joint decisions as well. The Office will define common IS/IT infrastructures, lead budget and planning processes, and promote cost reductions through benchmarking and performance measurement. The new structure will work in full cooperation with the existing Renault and Nissan IS/IT organizations.
RNIO will be a joint organization within the Alliance between Renault and Nissan with offices in Paris and in Tokyo, handling transversally strategy and planning as well as budget and performance measurement. Initial staffing for the organization beginning in September 2001 will be made up of six people, three in Tokyo and three in Paris. Staffing is scheduled to double from January 2002.
Farid Aractingi, from Renault, has been appointed Global Manager of RNIO, reporting directly to both Chief Information Officers (CIOs), Jean-Pierre Corniou for Renault and Shozo Kurihara for Nissan. With the Chief Financial Officers from Renault and Nissan, this group forms the core of the Alliance IS Steering Committee, and will set strategy and arbitrate decisions for common IS operations.
This new structure is a first step and will create a roadmap for future commonization in the Information Services and Technology area within the Alliance. Its scope may be enlarged according to future business needs and to the opportunities.
Nissan opens European Design Centre in London
January 25, 2002 - Carlos Ghosn, President and CEO, Nissan Motor Company and Shiro Nakamura, Senior Vice President and Head of Design, this week officially opened the new Nissan design studio in London.
Nissan Design Europe will lead the development of the next generation of Nissan cars in Europe and beyond. The studio will be home to around 50 international designers, modellers and support staff and will play a strategically important role in Nissan’s creative network which comprises six design studios worldwide.
"Design is fundamental at Nissan. Most importantly it is a key driver behind 'Nissan 180', our global growth plan. Today’s event is the demonstration of the value we attribute to design as we continue to create and launch exciting and attractive cars specially designed with European customers in mind," said Carlos Ghosn, President and CEO, Nissan Motor Company.
Shiro Nakamura, Senior Vice President and Head of Design, Nissan Motor Company said: "Today’s opening fully demonstrates our commitment to design and innovation in the motor industry. The location that we have chosen is ideal, as it will allow our design teams a unique space within which to explore, define and create their ideas."
The central London location in the rapidly developing area of the Paddington Basin was chosen because of its multi-cultural backdrop and the access it provides to important and influential sources in contemporary art, architecture, fashion and design movements.
The studio is housed in The Rotunda, a former British Rail maintenance depot built in the 1960s, which had fallen into disrepair, and been unused since the 1980s. The site was selected specifically for its spacious interior, which allowed Nissan to transform the building into a tailor-made urban design space.
The complex, designed by architect Paul Hamilton and completed in 1969, is today recognised as a classic piece of modernist architecture. Hamilton recieved the Architectural Design Project Award in 1966 and an award from the British Concrete Society in 1969. At the time, the complex was heralded as a prime example of urban architecture, being both functional and aesthetic, and fitting perfectly with its natural built-up environment.
During the 1980's the Rotunda fell in to disrepair, attracting a variety of graffiti artists, and becoming a venue for rave parties. In 1994, the building obtained an English heritage grade II star listing, which underlies its importance as a landmark design of the post-war British Modern Movement.
In spring 2002 Nissan Design Europe ended months of searching for a tailor-made design studio. The spacious environment immediately offered scope for the architects Tate and Hindle to consider bold and adventurous use of the former maintenance depot.
The transformation of the Rotunda began in Autumn 2002. Nissan Design Europe wanted to give new value and meaning to the building's bold curvaceous structural design and set out to create an inspiring workplace for its teams, that is based on the Japanese concept of 'wa', meaning harmony. The result is a highly contemporary and inspiring workplace in which existing building elements sit alongside and contrast the new building features.
Nissan Design Europe set out to ensure that many facets of the Rotunda's history were preserved. Expressions left by graffiti artists that include tag writing and Gaudi-esque paintings have been retained as part of the building's interior features.
The studio features three floor levels. The open-plan ground floor accommodates full-size modeling plates, a Tarus milling machine, and a showroom area. The upper levels include a mezzanine floor covering more than half the building footprint and providing air-conditioned design studio space housing design team workstations.
The studio also includes a new entrance area, administration offices, presentation room, a showroom and a 'chill out' zone for teams to share ideas and relax in informal surroundings. Other feat
作者：书凡 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
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 [转帖]贡献为零？日产总裁之言刺痛湖北汽车人 -- parisparis - (6187 Byte) 2006-5-05 周五, 03:57 (3197 reads) - that's a paper i did about Nissan 2 yrs ago, -- 书凡 - (84357 Byte) 2006-5-11 周四, 02:40 (601 reads)
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